54
to subsequent years. Predictive analysis should provide PMs with more realistic assumptions
and enhance distribution of budget between adjacent months.
Two project management processes still remain outside the scope of system development
and create the space for future works. Both risk and resource areas are managed within the
organization, but mostly by specialized services (risk) or its owners (resources). They closely
cooperate with PMs, who give their input regarding project needs and remain responsible for
updating project data regarding these subjects. Both processes are intended to be incorporated into the system but first they require appropriate changes in company policies.
6 SUMMARY
Introduction of Project Management System in 2014 was a milestone for the KGHM’s
investment structures. It fulfilled the initial business assumptions that included: facilitation
of project management, efficient project supervision based on real time data, shortening of
project initiation phase and simplified portfolio management.
System architecture based on Microsoft Project Server 2010, SharePoint Server 2010 and
dedicated applications has been designed to exchange data with external systems already
operating in the company via MS BizTalk Server. By that means selected accounting, purchasing and contract management features together with project management functionalities
have been combined into one IT tool that enabled all actions required from Project Managers
to be performed in a single system.
Apart from initial assumptions, additional positive aspects have been observed after the
introduction of the system, among them can be distinguished: higher quality and reliability of reporting, increased professional skills of project managers, comprehensive support
Figure 2. Cumulated CAPEX incurred and planned in mining divisions of KGHM in 2018.
Figure 3. Monthly distribution of CAPEX plan in years 2016–2018 in mining divisions of KGHM.
100" /o
90%
80%
70%
60%
SO%
40%
30%
20%
10%
0%
25%
20%
15%
/
/
CAPEX plan ---/
, ,
y
, ,
,
/
, ,
-
,
-----::-:: -----\
/.--\ CAPEX incurred
-
--I
ll
Ill
IV
V
VI
VII
VIll
IX
X
XI
X ll
December 20 17 ~
December 201 8 ~
December 2016 ~
, : : 111 h lull I 11 11111 11llu111111111
2016
2017
20 18
to subsequent years. Predictive analysis should provide PMs with more realistic assumptions
and enhance distribution of budget between adjacent months.
Two project management processes still remain outside the scope of system development
and create the space for future works. Both risk and resource areas are managed within the
organization, but mostly by specialized services (risk) or its owners (resources). They closely
cooperate with PMs, who give their input regarding project needs and remain responsible for
updating project data regarding these subjects. Both processes are intended to be incorporated into the system but first they require appropriate changes in company policies.
6 SUMMARY
Introduction of Project Management System in 2014 was a milestone for the KGHM’s
investment structures. It fulfilled the initial business assumptions that included: facilitation
of project management, efficient project supervision based on real time data, shortening of
project initiation phase and simplified portfolio management.
System architecture based on Microsoft Project Server 2010, SharePoint Server 2010 and
dedicated applications has been designed to exchange data with external systems already
operating in the company via MS BizTalk Server. By that means selected accounting, purchasing and contract management features together with project management functionalities
have been combined into one IT tool that enabled all actions required from Project Managers
to be performed in a single system.
Apart from initial assumptions, additional positive aspects have been observed after the
introduction of the system, among them can be distinguished: higher quality and reliability of reporting, increased professional skills of project managers, comprehensive support
Figure 2. Cumulated CAPEX incurred and planned in mining divisions of KGHM in 2018.
Figure 3. Monthly distribution of CAPEX plan in years 2016–2018 in mining divisions of KGHM.
100" /o
90%
80%
70%
60%
SO%
40%
30%
20%
10%
0%
25%
20%
15%
/
/
CAPEX plan ---/
, ,
y
, ,
,
/
, ,
-
,
-----::-:: -----\
/.--\ CAPEX incurred
-
--I
ll
Ill
IV
V
VI
VII
VIll
IX
X
XI
X ll
December 20 17 ~
December 201 8 ~
December 2016 ~
, : : 111 h lull I 11 11111 11llu111111111
2016
2017
20 18